My experience with the interview process was poor from start to finish. The initial HR screening was scheduled, but the interviewer did not show up. It then took two days to receive a response to my follow-up emails. The call was eventually rearranged, and while an apology was given, the HR representative also referenced a review I had posted and asked me to delete it, which felt inappropriate and unprofessional. The second interview, with the hiring manager, was equally disappointing. The interaction was rushed, cold, and lacked even basic courtesy. There was no attempt to build rapport, just a quick “how are you” followed immediately by tell me about yourself. The tone throughout felt dismissive and, at times, condescending. When I asked questions about the team and role, the responses were minimal and disengaged. For example, asking about team size resulted in a one-word answer (“15”) with no further context. This pattern repeated across multiple questions, making it difficult to understand the role or assess whether this was a collaborative environment. Overall, the process gave the impression of poor communication, lack of preparation, and toxic weak leadership at interview level. It did not reflect a company culture I would want to be part of. Advice to Management /CEO/founders: Leadership standards need closer attention. The interview experience suggested behaviours that come across as dismissive and, at times, borderline toxic. Leaders should model respect, engagement, and clear communication in every interaction. Stronger accountability and oversight at this level would significantly improve both culture and candidate experience.